Office Lean
Höfundur: Ken Eakin
3.790 kr.
Lýsing:
Struggling to apply Lean effectively in your office environment? Office Lean is a book for anyone who wants to apply Lean better in contexts where the work is both intangible and complex. it explains in simple terms, what Lean is -- and what Lean isn’t -- enabling office professionals to understand how it can be successfully applied to their complex office-based work environments. Contrary to popular opinion, Lean is not only for mass manufacturing or healthcare.
It applies just as much to the digital world of "knowledge work" industries such as banking and financial services, software development, and government. But the fundamental concepts, straight from the factory floor, need a fair amount of translation to be effectively applied in cube farms. Overturning the common perception that Lean is about imposing rigid rules, or simply eliminating waste in the name of "efficiency", Eakin presents Lean as a dynamic, flexible, people-centric philosophy that delivers outstanding business results by improving employee engagement and customer experience.
Annað
- Höfundur: Ken Eakin
- Útgáfa:1
- Útgáfudagur: 2019-09-26
- Hægt að prenta út 2 bls.
- Hægt að afrita 2 bls.
- Format:ePub
- ISBN 13: 9780429515651
- Print ISBN: 9780367196646
- ISBN 10: 0429515650
Efnisyfirlit
- Cover
- Half-Title
- Title
- Copyright
- Contents
- Preface: Caring for People
- Acknowledgments
- Author
- Introduction: We Don’t Make Widgets
- PART I GRASPING THE SITUATION
- 1 The Legacy of Industrial Management
- Chaos
- Industrial Management
- Compliance Machines
- Three Main Takeaways
- Notes
- 2 Two Types of Efficiency
- The Persistence of Resource Efficiency
- The School of Mass Production
- The Negative Consequences of Resource Efficiency
- Doubling Down
- Busy Does Not Mean Productive
- Flow-ver Dose
- Escaping the Trade-Off
- Three Main Takeaways
- Notes
- 3 Changing the System
- Respect for People
- Information Does Not Create Behavior
- Thinking of Organizations as Systems
- Changing Thinking and Behavior
- Systems Drive Behavior
- Behavior Drives Thinking
- Focus on Flow
- What about Waste?
- The Waste We Cannot See
- Three Main Takeaways
- Notes
- 1 The Legacy of Industrial Management
- 4 Understanding Flow
- Understanding Flow
- Handoffs
- So How Do I Create Flow?
- Focus on Wait Time
- Compress the Value Stream
- Flow Creates Capacity
- Three Main Takeaways
- Notes
- 5 Busy Does Not Mean Productive
- Activity Is Often Confused for Work
- People Are Not the Problem
- Three Main Takeaways
- Notes
- 6 Design Principle I: Continuity
- Three Main Takeaways
- Notes
- 7 An Accounting Story
- Three Main Takeaways
- Notes
- 8 Design Principle II: Balance
- Bucket Brigades
- Bob the Bottleneck
- Invisible Bottlenecks
- Balance
- Three Main Takeaways
- Notes
- 9 Creating Balance
- People
- Time
- Work
- Dealing with Variation
- Agility
- Three Main Takeaways
- Notes
- 10 The CapCell Experiment
- Three Main Takeaways
- Notes
- 11 The Seven Gates of Hell
- Countermeasures
- Managing Customer Experience
- Managing Variation
- Three Main Takeaways
- Notes
- 12 Prerequisites to Problem Solving
- Step 1: Define Your Customers
- Step 2: Understand Customer Value
- Step 3: Visualize Your Workflow
- Step 4: Create Flow
- Step 5: Solve Problems
- Solving Problems the Slow Way
- Three Main Takeaways
- Notes
- 13 Start with Standards
- Reflection
- Start with Standards
- The Challenge of Standards
- Everyone Hates Standards
- Eight Big Misconceptions about Standards
- Misconception #1: Standards Are Coercive
- Misconception #2: Standards Are Always Very Precise and Detailed
- Misconception #3: Standards Only Apply to Highly Repetitive Work
- Misconception #4: Standards Need to Be Created and Enforced Centrally
- Misconception #5: Standards Kill Creativity
- Misconception #6: Standards Are Not Customer Friendly
- Misconception #7: Measurements Are Not Standards
- Misconception #8: Standards Are Inflexible and Can Rarely Be Changed
- Summary
- Three Main Takeaways
- Notes
- 14 Using Standards to Create Flow
- Three Main Takeaways
- Note
- 15 Lean Thinking and the Digital Age
- So, What Do We Mean by Digital?
- Lean First, Automate Second
- Automation and Continuity
- Three Main Takeaways
- Notes
- 16 Automation and Imbalance
- Three Main Takeaways
- 17 Lean Leadership and Strategy
- Development of People
- Connecting Functions and Systems
- Go See
- T-Shaped Leadership
- Operations Is the Strategy
- Three Main Takeaways
- Notes
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- Gerð : 208
- Höfundur : 17919
- Útgáfuár : 2019
- Leyfi : 380
